Office of the Commissioner

The Office of the Commissioner provides timely and objective strategic advice and executive support to the Commissioner and the Senior Executive.

The Office of the Commissioner is comprised of the following units:

Strategic Policy & Projects Branch

Strategic Policy Unit

The Strategic Policy Unit provides strategic policy advice to the Police Commissioner and coordinates policy development across the Service.  The unit has a leading role in identifying current and emerging issues.  Providing strategic direction on issues of importance to the Service and to the Government ensures a consistent whole-of-Service approach which reflects the Government's policy priorities.

The Policy Unit monitors international, national, state and regional policies that may impact on policing in Queensland.  At a national level, this involves briefing the Commissioner and the Minister on national agendas, and participation in national bodies.

At the State level, the Unit:
- prepares policy advice for the Commissioner on a range of policing and social issues;
- supports the Senior Executive Conference in its role of providing strategic direction to the Service:
- coordinates policy development of Service-wide initiatives; and
- negotiates with other government departments.

From a regional perspective, the unit consults the regions on policy and planning issues and monitors policy initiatives.

Cabinet Legislation and Liaison Officer (CLLO)

The CLLO assists Cabinet Services, Department of the Premier and Cabinet, in the effective functioning and operations of Cabinet, Executive Council, and legislative and parliamentary systems.

The CLLO performs a coordination and consultation role in relation to:
- Cabinet and Cabinet Committee submissions;
- Cabinet Briefing Notes and Talking Points for the Minister’s use in Cabinet;
- Executive Council Minutes;
- answers to Questions on Notice directed to the Minister in Parliament; and
- QPS comments on draft “Discussion Papers” (usually on proposed Cabinet submissions) circulated by other departments for consultation purposes.

Project Management Unit

The Project Management Unit is responsible for:
- Providing independent advice to the QPS Investment Governance Board on the governance of projects;
- Ensuring alignment of projects with the QPS strategic plan;
- Undertaking critical analyses of QPS significant project management plans;
- Assessing benefits forecasts to ensure they are robust and realisable and monitoring benefits over time;
- Providing high quality strategic and operational advice to ensure departmental processes and procedures adhere with the whole of government project management guidelines;
- Reviewing major QPS projects at various stages for compliance with project governance policies and standards; and
- Fostering strategic relationships with project stakeholders to ensure professional standards and practices are achieved.

Cultural Advisory Unit

The role of the Unit is to:

- develop and maintain effective relationships between members of the Queensland Police Service, ethnic and Indigenous communities; and
- promote understanding within the Queensland Police Service of cultural diversity in contemporary Australian society, through input into recruitment, education, training, policy development and procedures.

The Cultural Advisory Unit’s key objectives are to:

- ensure Queensland Police Service policies and programs are culturally appropriate and equitable;
- provide advice and support to the Commissioner and Senior Executive Officers on matters relating to ethnic and Indigenous policing issues;
- identify and provide advice on trends and emerging issues of concern to police, ethnic and Indigenous communities; and
- Provide ongoing support to operational police and other Service personnel.

Strategic Planning & Reporting Branch

Strategic Planning Unit

The Strategic Planning Unit is located within the Office of the Commissioner and reports to the Manager, Strategic Planning and Reporting Branch.

The functions of the Strategic Planning Unit are to:

• Facilitate the preparation of the QPS Strategic Plan and the QPS Operational Plan;
• Assist regions, commands and corporate service divisions prepare strategic and operational plans, future direction statements and priorities statements to maximise effectiveness and efficiency of service provision;
• Coordinate the Service's response to State and local government regional planning initiatives;
• Conduct the State-Wide Activity Survey (SWAS) biannually. The SWAS provides for the periodic and regular assessment of the allocation of policing resources to particular policing activities. The survey results are used by the Service to calculate and report annual expenditure for each of its services as outlined in the QPS Operational Plan;
• Conduct the biennial Crime Victim Survey to determine the satisfaction of victims of crime with the police services provided;
• Conduct the National Survey of Community Satisfaction with Policing to identify community satisfaction with policing services and perceptions of safety;
• Monitor the impact of the Client Service Charter and Client Service Standards, which convey to the public of Queensland the nature and quality of service that is to be delivered by the QPS;
• Represent the Service on various planning committees and forums; and
• Provide support to the Organisational Performance & Improvement Branch and the Corporate Reporting Unit.
  

Corporate Reporting Unit 

The Corporate Reporting unit is responsible for the preparation of the Service's corporate reports and coordination of the estimates process. This includes the collation, review and editing of the Service's activity and performance information.
The unit is has a strong focus on continuous improvement, and is working to improve the quality and usefulness of our reports, as well as to streamline and improve the information gathering processes.

Executive Services Unit

The Executive Services Unit provides support for the functioning of various Service and inter-jurisdictional forums, and manages the preparation of ministerial briefings and correspondence.

Honours and Awards Unit

The Honours and Awards Unit is responsible for the overall coordination and integrity of the Honours and Awards System.
'Honours and awards' is a collective term for orders, decorations, medals, commendations and certificates awarded to individuals.  Honours and awards available to members of the Queensland Police Service include decorations, medals and certificates awarded for bravery, long service, diligent and ethical service, and meritorious service and achievement.
Awards may be made under the Australian Honours System, by the Queensland Police Service or other police jurisdictions of Australia, and other recognised organisations such as The Royal Humane Society of Australasia.
Generally there are two categories of awards in Australia:
Official awards:

• Imperial Awards, and
• The Australian Honours System;

Unofficial awards:

• Queensland Police Service awards, and
• Other unofficial awards made by other police services and The Royal Humane Society of Australasia.

Recognition of commendable service or the particular actions of members is fundamental to maintaining a superior level of service. Acknowledgment of members of the Service for commendable or exceptional efforts is an important means of morale building and provides an opportunity for public recognition for members of the Queensland Police Service and the wider community.

Organisational Performance & Improvement Branch

Operational Performance Review Unit

The goal of this unit is to facilitate the development and implementation of the Operational Performance Reviews (OPRs) within the Queensland Police Service.  In order to achieve these goals, OPRs have been established to focus attention on operational performance, improve operational effectiveness and encouraging the development of continuous improvement by:

- promoting best practice;
- meeting community expectations; 
- encouraging contemporary HR management philosophies; and
- promote professional standards and ethical practices.

The objectives of the unit are:

- The development, preparation, formulation and presentation of information related to OPRs;
- To provide support and advice to the Commissioner and members of the Senior Executive of the Service on the implementation and future development of OPRs;
- To provide support and advice to the Regions, Districts, Commands, Divisions or other organisational units in relation to the preparation for, conduct of, and follow-up from their OPRs;
- To identify issues which emerge through the OPRs that require action by the Service, and ensure such follow-up action is taken by the appropriate Region, District, Command, Division or organisational unit;
- To promote the development and implementation of innovative policing or support activities which improve the performance of Regions, Districts, Commands, Divisions or other organisational units; and
- To work with other police jurisdictions in further developing and enhancing performance management in a policing environment.

Operational Assistance Team

The aim of the Operational Assistance Unit (OAU) is to build on gains achieved since the introduction of OPRs in 2001, particularly in the area of promoting continuous improvement.

The Unit will focus on what works, what doesn’t work and what looks promising, and will place a strong emphasis on the adoption of evidence based policing practice.

OAU will:

• promote the operational relevance of research, developing a knowledge base specifically designed to inform policing practice within the Queensland context;
• identify and research issues of current or emerging interest for policing; and
• provide assistance to regions to develop solutions to local problems.

OAU also administers the:

• Problem Solving database;
• Problem Solving funding; and
• Commissioner's Suggestion Box.